Storyline

Bob KnowltonAbhinavAjitArjunBipinFahdGopalMay 8, 2014

OverviewOrganizationSimmons Securities financial trading firm, that is a proponent of team researchMillennium Group is a research team based at Simmons Securities CharactersBob Knowlton: Project Head of Millennium Group Dr Alan Jerrold: Director of Research & Bobs bossSimon Fester: Brilliant researcher, hired by Dr. Jerrold to join Bobs teamSituationInitially Bob impressed, but wary of Festers intellectual capacitiesFester finds flaws in Bobs research, ridicules group thinking, and thinks low of othersHis actions disgruntles the team and Bob himself feels insecureBob thinks of discussing his discomfort with Dr. Jerrold but holds backBreaking PointFester is invited for a special meeting reserved for project headsBob voices concerned but Jerrold ignoresBob feels slighted and quits citing personal reasonsJerrold & Fester stunned; Millennium Groups leadership is hard hitHe is afraid of revealing his discomfort to Jerrold, fearing it would reveal his weaknessesFester is invited for a special meeting reserved for project heads Though Bob is reluctant, Jerrold ignores his requestFester delivers a great presentation and becomes the focus of attentionJerrold & Fester are stunned by Bobs sudden departureFester assigned to another team; Millennium Group leadership hard hit

2Bob was insecure about his own intellectual capacities, specially when confronted with the brilliance of Fester External Locus of ControlIndividuals who believe that what happens to them is controlled by outside forces such as luck or chance Stumbled upon solution Tingle of happiness and embarrassment Whole sequence of events still seemed a little miraculous Need for AffiliationDesire to seek approval, conform, and avoid conflict Surprised at the relief he felt, and grew almost jovial Passed up chances to highlight his discomfort with Fester to JerroldAvoided any confrontation while leaving the organisation by simply mailing his resignation

InsecurityWas threatened by Festers brillianceWaited one night in office simply to appear more hard working than FesterHe felt his leadership of the group had been usurped by Fester in meetingsWas unwilling to present Festers findings in the management meetingFester was a genius lacking in social skillsFesterThough high on intellect, was low on Social Skillscalled Bob up several times at 2:00 in the morninghad been on point of rudeness and refused to pursue arguments which he claimed..Low on team skillsevidences of a breakdown in the cooperative spirit in the group..skipped morning meetingsdoubts abilities of teammates(except for Link)impatient with others

JerroldLacked ability in defining clear roles and responsibilitiesconflict of roles between Bob and Fester...Failed to understand basic human behaviourallowed Fester to come in for a meeting of Project Headsallowed Festers feedback to influence him4Dr. Alan Jerrold Bob Knowlton CommunicationDr. Alan JerroldBob Knowlton Agreed to Jerrolds proposal of allowing Fester to work in his team, though he had initially wished that Fester would not be placed with him Couldnt mention his discomfort of working with Fester because he feared this would reveal a weakness on his part. Agreed to Jerrolds proposal of inviting Fester to the management meet, even though he was in a dilemma initially Submitted his resignation to Jerrold by letter, that too on a Friday night to Jerrolds home Did not convey his decision to appoint Fester in charge of another project that was going to be set up very soon. Didnt communicate his idea of replacing Fester by another competent staff in Bobs team Did not make any attempt to meet Bob, after Bob had left the organization5Bob Knowlton Simon Fester CommunicationBob KnowltonSimon Fester Failed to explain the importance of morning meetings , even though such meetings were ridiculed by Fester

Did not confront Fester, although Festers behaviour was breaking up the group Should have taken Bobs feedback on his interactions with the rest of the team6RecommendationsBobMost issues could have been avoided with better communication between Bob and Fester, and Bob and Jerrold. A formal feedback mechanism would have pre-empted most of these issues and prevented such an escalationShould have communicated to Jerrold any issues he may have had with FesterNeeded to mentor Fester with regard to his social skillsAssured team he would deal with Fester Must realise that escaping from handling people like Fester is not a solutionPerhaps take advice from a career coach to help overcome insecurities FesterMust improve social skills Learn the value of teamwork JerroldShould define roles within the organisation more clearly